Transcription

1 Author Editor Workshop Participants OIli Nurmi, VTT Technical Research Centre of Finland Raphael Giesecke, Aalto University School of Science See next page Version 2. Public Helsinki, 7 April 2011 We are grateful for the funding by TEKES as part of the TIVIT Next Media programme

2 The Visio 2020 task team Asta Bäck VTT Technical Research Centre of Finland Raphael Giesecke Aalto University School of Science Katri Grenman VTT Technical Research Centre of Finland Merja Helle Aalto University School of Art and Design Jukka Häkkinen Aalto University School of Science Stina Immonen Aalto University School of Science Johanna Kohl VTT Technical Research Centre of Finland Raija Koivisto VTT Technical Research Centre of Finland Seppo Leminen Aalto University School of Economy Olli Nurmi VTT Technical Research Centre of Finland Esa Sirkkunen Tampere University Petri Vuorimaa Aalto University School of Science Media Vision 2020 Version 2 2 (27)

4 Executive Summary This second deliverable of the Visio2020 task contains a long term vision for the Finnish media sector, aimed at the year The document is targeted at executives, managers, media professionals and researchers who are interested in such long term vision of the Finnish media sector. It concerns (Finnish) media industry and media research in the broadest sense. The target is a future oriented, holistic media vision from which long term objectives for research can be derived. The vision is both aimed to provide industrial guidance as well as to provide clear recommendations on media related research, commencing 2011 and later, especially but not exclusively providing guidance to the Next Media programme. The basis for this vision is the first Next Media deliverable Media Scenarios The actual work was carried out in three workshops open for media industry professionals and academic researchers during the summer and autumn of In 2011, a fourth improvement workshop with media industry professionals provided the final touch. See page three for all four workshops participants. In the workshops, an inspiring and bright media vision for the Finnish media sector was established. A vision which dares to anticipate technological breakthroughs combined with radically new meanings: Media Vision 2020 By 2020 customer needs and networks are well understood and exploited. Media explores the playful society through assimilating gaming logics into a wide media spectrum. New earning sources are identified and business logics are developed. The local media hubs are enabled to proceed to a multi-locality way of influencing. Thus media is able to produce massively customised quality content. The whole media ecosystem meets or exceeds international excellence criteria. This means that excellence is being demanded throughout the whole media supply chain. The overall vision above is further explained by deducting exemplary visions per media genre, thus adding clarity and vividness. Also a research vision has been formulated. It is also described and explained how to implement this vision through exemplary but concrete industrial actions and concrete research needs. Again, also these research needs have been exemplified by media genre. They represent decision-making criteria for new research. With the publication of this document, the task Visio2020 will be finished. The next steps will be taken in the relevant Next Media teams when defining the yearly Next Media project plans, until This document provides guidance. In a parallel step, the Visio 2020 task team recommends that the Finnish media industry performs an in-depth analysis of the implementation of the defined industrial actions within the various media organisations. Media Vision 2020 Version 2 4 (27)

6 1 Introduction 1.1 Scope Worldwide, the media sector is looking for new business opportunities as its current business models are infringed by new market participants. In the Finnish media sector a new large scale media research programme named Next Media has been launched to establish a concerted research effort from 2010 to While research for the first year has been defined, a coherent research vision for the next three years is missing, in spite of earlier efforts (Finnmedia 2009 and Various Authors 2009). The Next Media task Visio2020 aims to define a vision from which long term objectives for research can be derived. Thus in a first action the Visio2020 task team, teaming up with 38 experts and alongside with Finnish media industry professionals and academic researchers has produced and published a first deliverable Media Scenarios 2020 (Giesecke et al. 2010). As a basis for this present document, it identifies drivers with impact on the media sector in the year It also describes a holistic view of the future of media clustered into nine dimensions (see chapter 2.1). The deliverable outlines also worst and best case scenarios and a new positive media scenario, dubbed Human Media. This deliverable is devoted to the next step, the media vision as such, and its implementation through industrial actions and research. This document is targeted at executives, managers, media professionals and researchers who are interested in a long term vision of the Finnish media sector. Its content concerns (Finnish) media industry and media research in the broadest sense. 1.2 Objectives The target is a holistic media vision from which long term objectives for research can be derived. The vision is both aimed to provide industrial guidance as well as to provide clear recommendation on media related research, especially but not exclusively providing guidance to the Next Media programme. These aims can be divided into the following objectives Establish a future oriented media sector vision which dares to anticipate technological breakthroughs combined with radically new meanings The vision should be a source of inspiration and thus describe a bright future The vision is to be valid rather longer than shorter Explain the vision by deducting exemplary visions per media genre, thus making it clear and vivid Formulate a research vision, including decision-making criteria for new research Describe and explain how to implement the media vision through exemplary but concrete industrial actions and concrete research needs, increasing vividness Media Vision 2020 Version 2 6 (27)

7 1.3 Approach This document was established through three sets of workshops, the first exclusively for media industrial professionals, the second for media academia and the third combining both groups. See page two for participants. All workshops followed the same logic: participants were informed two weeks in advance about previous research results, a warm-up session prioritised media drivers by 2020, new results were created in working groups of 2-9 persons (partially by applying the learning café method), these were explained, and finally documented and distributed (post workshop) as meeting minutes. The logical sequence of the workshops went as follows: 1. Analyse the media scenarios 2020, with a focus on the Human Media scenario, by applying the SWOT (Strengths, Weaknesses, Opportunities, Threats) method in workgroups consisting of industrial professionals, facilitated by Visio2020 task members (academia). The result is presented in chapter Based on the media scenarios 2020 and the SWOT analysis, create the vision as such and exemplify it per genre, involving both groups industrial professionals, and media academic media researchers. 3. Create a research vision per genre (academia) 4. Based on the media scenarios 2020, the SWOT analysis and the vision(s), identify exemplary but concrete industrial actions (industrial professionals) and concrete research needs for the media vision (academia) 5. Create research needs (i.e. identify research questions and highlight research areas in focus) per genre (academia). 6. Following the project internal dissemination of the vision, finalize the document content in a final improvement workshop with media industry professionals. This logical sequence is maintained in the sequence of chapters in this document. However, the workshops as such, due to time constraints and availability of persons, were conducted in the order 1, 5, 3, 2 (the media vision as such is a merger of genre visions by voting, more details available in minutes of meeting) and finally 4 and 6. 2 Vision Preparation This chapter outlines the foundation established before and during the development of the media vision as such. The scenarios and the business drivers are presented in detail in the Tivit Next Media deliverable Media Scenarios 2020 (Giesecke et al. 2010). The next three sub chapters present the findings in a condensed form. In chapter 2.4 representatives of Finnish media companies established a SWOT analysis of the integrated scenario Human Media. The purpose is to exemplify the position of the Finnish media industry in relation to the scenarios and drivers. Media Vision 2020 Version 2 7 (27)

8 2.1 Media Business Drivers in 2020 The table below forecasts business drivers by 2020 in nine dimensions, as described in detail in the Tivit Next Media deliverable Media Scenarios 2020 (Giesecke et al. 2010). Social Values knowledge is key to power and success: need for cognisance to master information overflow networks and networking as intrinsic values promote togetherness: belonging to trusted, influential networks Behaviour more sharing, participation and (ICT-enabled) generation Y and collaboration: open innovation, collective millenniums dominate the intelligence and agile organisations cutting edge media field acknowledged virtual human relations managing quality media in demand but ICT-mediated identities in social interaction more co-creation amalgamation of physical and digital: Über-Reality users engage automatic search robots and knowledge curators, but also allow packaged, walled Social Media garden media semantic knowledge in semantic profiles identity management Interfaces towards different audiences better sensing expressing social activity devices are situational and interest through internet aware (mental, emotional, real world feeds to people s location, behavioural) profiles in real time more adaptive interfaces with, e.g., augmented reality less intrusion, even if media interfaces are ubiquitous Media Content more seamless experience, segmentation is key; mass media less significant more intuitive division between free, standardized information and paid for, high quality information services more services based on publicly available data augmented reality, city services, 3D contents Gaming new gaming platforms and crowd sourcing enable faster development cycles allow less risky revenue models real world takes on games logic Media Companies & Their Features game style interaction and user interfaces service process thinking in use in education and work agile and flexible towards games discover the real world different audiences virtual & mirror worlds & augmented reality capable to adapt new roles merge competence to utilise company games take reality as such as their playground external resources people wear game devices in real life, casually e-earth as federated, digital game platform Media Technology ubiquitous, cloud based media services integrated 3D communication/ consumption/collaboration environments next mobile device generation situational aware first flexible 3D displays new professional news tools for planning editing audio/video recording real time online publishing Professional Journalism permanent journalist jobs decrease while jobs within marketing, PR and as independent journalpreneurs increase pace of news work increases journalists act as producers and facilitators, mastering co-creation and crowd sourcing processes and support the audience in their knowledge processing and learning more collaboratively made, iteratively built and open-ended story forms tailored for various media formats and displays Media Vision 2020 Version 2 8 (27)

9 The purpose of the nine dimensions is to classify possible innovation drivers and scenarios. They are meant as a framework to structure this document s content. The first dimension, Social Values, addresses the social and societal effects of the combination of knowledge society on the one hand and the new socio-technological systems (such as Facebook, Twitter, Wikipedia etc.) on the other. Note that today s young generation uses these systems without necessarily referring to them as technology. They are just ubiquitous tools, like a pen or a watch, assisting one s needs. Note also the very strong social pressure on young people, starting in basic school, to be present in socio-technological systems. The message is: if you are not in Facebook, you will become an outsider of society. In the second dimension, Social Media, the viewpoint is technology oriented: How will social media look like in 2020? The empathy is on developments towards real-time use. Motto always on, always connected. Two further dimensions deal with users and audiences in 2020: at first, their behaviour is analysed, then the interfaces which they use, and through which the media industry interacts with them. Interfaces and navigation will learn much from gaming, whereas (3D) TV will still have a co-existence next to a ubiquity of other, mainly digital media interfaces. These dimensions should guide media companies to develop their customer relations more concrete, following the big picture provided by the first two dimensions. The first two dimensions together with User and Audience Behaviour and Interfaces are re-evaluated from a Media Content point of view in dimension five. Segmentation, different levels of quality, and new services (e.g. embracing 3D technology) are core issues. In dimension six, Professional Journalism is investigated, with the conclusion that today s professional quality journalists may become a rare species by In Gaming, dimension seven, we strongly emphasize two converging trends: gamification of the real world as well as games going real which will lead to a Google Earth follow-up usable for immersive reality experiences on an intertwined social-real-game level. The new 2011 Next Media case Play Society addresses many research questions related to these trends. Note that in Gaming, radically new (or different) use of technology is often combined with radical new meanings of products (such as the Nintendo WII motion capturing system) and services (not associated to games used as toys) to users. A current, successful application of crowd sourcing in a game format is commissioned by the Finnish National Library. Dimension eight, Media Companies and Their Features, clearly forecasts smaller professional units, focussed on editorial publishing and knowledge service provision, complemented by freelancers and citizen journalists. New roles for professionals will emerge, but views diverge on their nature. This dimension provides various reasons for companies to develop their own organisations towards the media business drivers The last dimension, Technology, gathers technologies and tools not yet addressed in the first eight dimensions. Here, we highlight ubiquitous broadband wireless real world web access, e-devices turning from readers to informers and a whole gamut of automated tools for planning and editing. Last not least the printing press goes magazine. Media Vision 2020 Version 2 9 (27)

10 2.2 Innovation Potential Mapped to Technologies and Meanings There are several different approaches on how to display the innovation potential of possible future business drivers. We chose as a framework Verganti s (2010) technology epiphany diagram, replacing the design approach by the nine dimensions used to cluster the business drivers. The location of the dimensions and thus their innovation potential, is inspired by Anderson s (2009) future business concept thinking. The resulting map, first described by Giesecke & Immonen 2010 is presented in figure 1. The upper right hand quadrant of the map illustrates the area where Giesecke & Immonen expect most potential both for radical technological innovations and new meanings for the customers and consumers. For instance Gaming is such area in which innovations based on both radical technological innovations and new meanings are likely. Whereas new technologies are often applied in gaming, in this context Giesecke & Immonen expect the radical change in meanings through a) the exploration of the real world by games and b) by introducing games logic into the real world. The opposite area, User and audience behaviour, lacks innovation potential as users are generally unaware of new (patented) breakthrough technologies and usually do not associate radical new meanings with the existing media products or services they know. See also Verganti s (2010) comments on user centric innovation. This map is to be used for developing more detailed business models, combining technological breakthroughs with radically new meanings in a system-based approach. radical change Technology incremental change User & audience interfaces Media technology Social media User & audience behaviour Professional journalism Gaming Media companies & their features Social values Media content incremental change Meaning radical change Figure 1. Innovation Potential per Dimension Media Vision 2020 Version 2 10 (27)

11 2.3 Scenario Human Media Where When How Why The following is a positive example of an integrated scenario created within a workshop involving Finnish media industry. Human Media in this context means that media is carrying a new human meaning for the consumers and users. In the following the new meaning is characterized by where, when, how and why human media is used and consumed. For conceptual illustration, new metaphors such as media cafeteria or media shopping centre were used, meaning 1) media is consumed in places where people want to spend their time, physically or virtually and 2) it is possible to pick casually whatever one wants. Following this logic, media is present also in public places and therefore is an essential part of city and society planning. Still, personalisation and privacy of media consumption is possible in these public spaces, following the consumer s own choice. Media use and offering is a seamless part of everyday life, context-aware and in synchronisation with the user s needs. A large variety of different media services, channels and media (content) offering according to the 24/7 principle allows the consumers to be in control of their own media consumption. Media is ubiquitous in and through the consumer s personal, mobile devices; and as design element at homes and public spaces using displays and other surfaces such as windows, tables, walls and floors or walk-through canvasses. The consumers personalise the interfaces according to their preferences including also printed media. Media is used for variety of reasons learning and receiving information, entertainment and community building and participation. Media is supporting everyday life, offering relevant and context-dependent information for users needs. Last not least media empowers people to select the information they want to share with their network and communities. Media Vision 2020 Version 2 11 (27)

12 2.4 Strengths, Weaknesses, Opportunities and Threats Analysis For this chapter, representatives of Finnish media companies established a SWOT analysis of the integrated scenario Human Media. The purpose is to exemplify the position of the Finnish media industry in relation to the scenarios and drivers Strengths of the Human Media Scenario Human media combines professional media [content] with user generated content. It is [highly] customized and tailored to a persons specific needs. It empowers people to decide whether they want to share their information or not. It allows different levels of information, ranging from personal [interests] information to common news. As a result, human media is considered non-intrusive, and it makes media become your friend Weaknesses of The Industry User and audience behaviour It is not yet clear if people are willing to give information to media houses about their needs and media usage patterns Media companies and their features Companies in Finland will not co-operate, they compete. Need for joint effort for Finnish companies Currently too much focus on internal dynamism, forgetting customer Organisational capabilities are not mature Professional organisations are too rigid for managing participation Business models do not exist yet Current push model has to change and media companies have to be more agile This scenario requires incomes from other products, too Current assets tied to fixed production. Copyright issues are undefined Media technology Enabling technologies or business models do not exist yet Customised printing systems are missing Current media production system makes investments to platforms heavy Need for more metadata (locations, topics ) Media Vision 2020 Version 2 12 (27)

13 2.4.3 Opportunities for The Industry The human media scenario redefines the collaborative media and activates [users] to participate in the community. As media houses can provide more personalized solutions they can customize their offering, and high authenticity follows. The human media scenario provides a possibility to create holistic ( total ) solutions starting from smart and topic based services. The business can be more simple silos will not exist anymore. Pricing flexibility is possible Threats to The Human Media Scenario and The Industry Social values people do not want to share anything Media companies and their features companies refuse to collaborate do it your own attitude may dominate focus is too much on existing, national markets size of the market is maybe not big enough investments are too risky decrease in total revenue but still increase in profit? Professional journalism the information is not considered objective any more Media Vision 2020 Version 2 13 (27)

14 3 Visions 3.1 The Media Vision 2020 By 2020 customer needs and networks are well understood and exploited. Media explores the playful society through assimilating gaming logics into a wide media spectrum. New earning sources are identified and business logics are developed. The local media hubs are enabled to proceed to a multilocality way of influencing. Thus media is able to produce massively customised quality content. The whole media ecosystem meets or exceeds international excellence criteria. This means that excellence is being demanded throughout the whole media supply chain. 3.2 Vision 2020 per Media Genre The Finnish media landscape, like the world wide media landscape, is a very heterogeneous field. We exemplify the media vision 2020 for five genres, as defined in the Next Media Strategic Research Agenda (Various Authors 2009) News and Information By 2020 media content is mass customised and segmented, based on consumer/user needs/interests/behaviour. Enablers are citizen journalism and co-creation (based on UGC). Trust of crowd sourcing in local news is established. Both the industry role as well as individual journalists roles change from creator to sense maker. Established media functions are crowd facilitator, moderator and platform provider. Media importance is a function of relationship and proximity to the consumer/user versus news (needing the big brand authority ), e.g., politics, research, medical, sports, culture. Thus brands remain and provide trust, even if smart agents are used in news production. The media will still create joint experiences (not everything will be only on demand) and news is still part of the daily media usage (publishers will have found the right channel/way and time). Media Vision 2020 Version 2 14 (27)

15 3.2.2 Learning and Education By 2020 education is scalable: the IT infrastructure allows education to be scaled and some lectures are even streamed live to cinemas across the globe Education is offered as a service, creating a brand of the learning system in Finland. Educators and students are media aware. Self-driven personalization and e-learning replace traditional lecturing schemes, based on one-way communication, and extend the use of social and viral tools in education. Filtering and searching of materials will be massively facilitated Entertainment and Games By 2020 media explores the playful society, by introducing game logics into professional organisational processes (e.g. journalists articles metadata update) and work as such, media as such (e.g. by introducing hall of fame ), education and the physical environment by games offering an experience service, using gaming as a facilitator (especially in social media) and games for senior citizens. Entertainment is to satisfy all our senses, and also meters them, independent of time and place and providing (paid) possibilities of peaceful retreat, while user data is identified, analysed and grouped Community Media By 2020, locality is the main way of influencing. In this context, locality can be physical, mental or even interest group related. User-reliance my other people is established also in community media. Media is an everyday tool to get information harnessing the trust in communities. Social TV includes content generation, social context adding and filtering. Media adapts to the different roles of people and supports self presentation (private and open), influencing decisions or changes and cohesiveness. Senior citizens communities and communication are supported. The perspective of a personalised data locker has been investigated Future Media By 2020, local media is [most] important, including both cultural and emotional contents. User related information and relations management is in the core focus. Paid content is vital, with business models based on [real-time] analytics and tools. Full scale context-related experiences have been introduced. An authority ranking and rating system is introduced. People choose their personal authorities and follow them as news and information sources (bloggers 2.0). Media Vision 2020 Version 2 15 (27)

16 3.3 Research Vision 2020 per Media Genre Whereas chapter 3.2 provides the overall vision, this chapter emphasises solely the related research vision per media genre News and Information By 2020 we have achieved deeper understanding about user and consumer needs and interests and on how to create new needs (for business) when audience groups are very fragmented. In parallel, the contents are to be contextualised and technological enablers must be in efficient use. News and information business need also to convey the meaning of the information to the user. This emphasises the importance of natural, context and content based interfaces, including emotions and user experience as content elements in news reporting and consumption. The news and information business uses means (multimodality, demos, illustrations, narratives) that makes it easier for the recipient to comprehend and understand possible implications and feel empathy even for geographically and culturally remote news events. New business models and company capabilities based on conveying meaning instead of communicating information must are developed Education and learning The educational and learning media ecosystem by 2020 will consist of evolving, lifelong learning-based communities which will constantly evaluate and rank learning resources provided by media content experts, learning resources providers and infrastructure holders. Critical development touch adoption of technology-driven contents, lifecycle of learning communities and collaboration for learning industry players. The media business is enabled to face the challenge of playing between crowd media and customized media, as the life of standard media will be increasingly difficult there in between Entertainment and games By 2020 we understand and explore play-society through research on service experience design, industrial and social processes, and emerging technologies. Lessons learned from gaming and media entertainment are extended to 1) other media fields and 2) other industries ranging from software and education all the way to energy and real estate. Media Vision 2020 Version 2 16 (27)

17 3.3.4 Community Media By understanding the daily dynamics of people's changing roles, environments, contexts & communities by 2020, user needs are met by means of adaptive media consumption and creation. Empowering the user communities forms a basis for dedicated use. Communities and community media extend existing media and unmediated communications and include also the physical world. The value sensitive design process is applied in technology development processes in order to create services and devices which positively enhance our lives. Understanding ethics and peer appreciation are at the basis of designing community media services Future media By 2020 people add real value in media services: positive crowd sourcing prevents terrorism. A new democracy tool for people who think alike will be available. Thus the role of social media will grow in news production, gradually replacing the traditional media share. Media is a mirror and story teller: who is the story teller? Brand will be an issue; brand will be the story teller. Culture based media or local media? By 2020 we have researched, which will be the most important. We also have studied which will dominate: US or European media. Research has been done on free (i.e. participative) versus more conventional ways of developing services. Media Vision 2020 Version 2 17 (27)

18 4 Implementation of The Media Vision 2020 This chapter illustrates the initial steps to implement the media vision The goal is to implement the vision through exemplifying concrete industrial actions and, concurrently, define the concrete research needs per genre. A second goal is to outline the most promising levers (mechanisms) to achieve the positive scenario, and how to avoid the worst scenario as described in Giesecke et al Industrial Actions to Reach The Media Vision 2020 The following table lists a first exemplary set of industrial actions, of which some need to be supported by deeper research. They are detailed in chapter 5.3. Dimension Social Values Social Media Behaviour Interfaces Media Content Professional Journalism Gaming Media Companies & Their Features Media Technology Business Concepts Exemplary Industrial Action Focus on privacy and IPR legislation Clarify VAT related issues Keep the current customer relationship, networking, cooperation and integration Develop analytics and measuring methods Prepare for transfer of household to user based subscriptions (like land line phone to mobile phone) Design the user experience to a new level Support co-creation and reward UGC (investigate possible reward mechanisms) Embed citizen journalism, depending on the success of paid content and cross subsidizing Apply gaming logics in media services and products (like the Finnish National Library does at Increasing flexibility and agility Advance from silos to more customer need oriented organizations, focus jointly on R&D Take company advantage of media technology (not necessary internally developed but also outsourced) Develop paid content models Enhance customer data and refine new services/products from customer data Create ID-broker for both users and advertisers Media Vision 2020 Version 2 18 (27)

19 4.2 Research Needs to Reach The Media Vision 2020 The following table lists a first exemplary set of research needs, mostly related to specific focus areas per dimension, as identified by academic media researchers. Dimension Social Values Social Media Behaviour Interfaces Media Content Professional Journalism Gaming Media Companies & Their Features Media Technology Business Concepts Exemplary Research Need Research the value changes Understand media rituals and habits Research on privacy, sharing, interactivity, community forming, P2P, DRM, opinions and routines See Social Values Understand daily media consumption and experience, privacy and trust, motivation for UGC, sharing, ecosystems and life-cycles Research next level interfaces also in services Investigate how to create a seamless experience, e.g. through integrated infrastructure Optimise production processes by use of metadata, profiling, cross-media and content aggregation Research digital/print media interaction Define new roles needed for co-creation, harnessing UGC How to exploit best elements of current technology? Identify new roles, who is a professional? Describe flexible production processes, harnessing participation and possible reward models Focus research on ubi-media piloting and prototyping intelligent agents and bio-media Investigate in technology as enabler and empowerer Research the home surrounded by media Identifying what people are willing to pay, from content to services, hybrid content services (test lab required) Define globally important platforms Media Vision 2020 Version 2 19 (27)

20 4.3 Research Needs per Media Genre Whereas the first two sub chapters 4.1 and 4.2 are dedicated to the implementation of the genre independent media vision 2020, this chapter is categorized per media genre, addressing both exemplary research questions and, in general, research areas to be taken into focus News and Information Dimension Social Values Social Media Behaviour Interfaces Media Content Professional Journalism Gaming Exemplary Research Questions and Areas Deeper understanding about user and consumer needs and interests and how to create new needs Meaning and dynamics of information sharing, personalisation of information, privacy and collective intelligence for different audiences/user groups What is the role of public media e.g. public viewing as a space or way of interacting? Interaction and commenting as an expression of social activity What are methods and tools for intelligent filtering? User experience and motivation in different user and audience groups What are the natural interfaces in what contexts bio, touch sensors, camera, etc.? What are news experiences when using space as display, e.g., walk through canvasses or 3D-spaces augmented reality? How to make it easier for the recipient to comprehend and understand possible implications and feel empathy even for geographically and culturally remote news events? Here multimodality, demos, illustrations and narratives can be used What is the everyday life relevant information for different user groups? How should fragmented audiences be taken into account? What are the new roles of journalists in networked content production? How to integrate crowd sourcing to content production? What are the game type interfaces for news and information? continued on next page Media Vision 2020 Version 2 20 (27)

Major European and global companies and research centres have joined their skills in the FIcontent initiative to drive innovation at the crossroads of content, media, networks and creativity. This initiative

Digital Customer Experience Digital. Two steps ahead Digital. Two steps ahead Organizations are challenged to deliver a digital promise to their customers. The move to digital is led by customers who are

What digital means for entertainment and media and why the network is key to success. The digital future for entertainment and media. Time to press play Few sectors have been so radically transformed by

New omni-channel sales approach for personalized Customer Experience at a leading Media company Customer Experience Management with Salesforce.com Prague June 17, 2014 Agenda The New Selling Experience

WHITE PAPER Turning Insight Into Action The Journey to Social Media Intelligence Turning Insight Into Action The Journey to Social Media Intelligence From Data to Decisions Social media generates an enormous

Experian Cross Channel Marketing Platform Managing campaigns and reaching consumers in real time The relationship between brands and customers has fundamentally changed. Whereas once there was equilibrium

The Integrated www.avid.com The Integrated Media production and distribution businesses are working in an environment of radical change. To meet the challenge of this change, a new technology and business

See what cloud can do for you. Uncomplicating cloud business Table of contents Introduction 3 Why cloud is relevant for your business? 4 What is changing? 4 Why organizations are moving to cloud 5 What

Scalable End-User Access to Big Data http://www.optique-project.eu/ HELLENIC REPUBLIC National and Kapodistrian University of Athens 1 Optique: Improving the competitiveness of European industry For many

Gathering media clusters to bridge digital content with emerging technologies The Eurotransmedia Project Take part in concrete actions to change the EU media landscape Purpose of this presentation: Looking

Kea Analyst Relations Industry analysts play a key role in defining markets and educating buyers. We work with clients to identify and track the most influential and relevant industry analysts, and advise

PRESENTS DATA DRIVEN BRAND MARKETING PART TWO YOUR DEFINITIVE GUIDE TO FINDING THE CHANNELS THAT DRIVE THE BEST RESPONSE WHAT YOU D KNOW IF WE COULD TALK TO YOU 1. Building Value on Existing Segmentations

www.pwc.co.uk Data analytics Delivering intelligence in the moment January 2014 Our point of view Extracting insight from an organisation s data and applying it to business decisions has long been a necessary

We are a DIGITAL EXPERIENCE AGENCY WHO WE ARE DICE LONDON IS A DIGITAL EXPERIENCE AGENCY We work with businesses in all sectors but with a particular speciality in the real money gaming industry. We offer

Postgraduate Diploma in Digital Marketing Awarded by University of California Irvine Extension 2 Accelerate your Career Improve Your Career Options with a Professional Postgraduate Diploma University of

Executive Diploma in Digital Marketing Achieve More We encourage our students to challenge their thinking, to extend their boundaries, to strive for excellence. We create a positive environment where ambition

mwd a d v i s o r s Turning Big Data into Big Insights Helena Schwenk A special report prepared for Actuate May 2013 This report is the fourth in a series and focuses principally on explaining what s needed

The cross-channel insight imperative Why today s hyper-connected consumer means having a crosschannel consumer classification is more important than ever. An Experian Marketing Services white paper A changing

The Executive Guide to Agile BPM for Retail A readiness assessment Retailers have traditionally organized their operations by sales channels (store, Web and catalog), with supporting business processes

For Android A LEADING PROVIDER OF CONSULTANCY & TRAINING IN MOBILE TECHNOLOGIES IN EDUCATION Android Tablets in Education Tablet initiatives are revolutionising how schools meet and deliver their vision

How the council will use its information and technology assets to achieve successful change Contents Strategy Context 2 Digital Delivery and Citizen Engagement 4 Operational Excellence and Transformation

Brochure HP TeamSite What s new in TeamSite? The latest release of TeamSite (TeamSite 8) brings significant enhancements in usability and performance: Modern graphical interface: Rely on an easy and intuitive

The Evolving Internet of Things Market Key Trends and Implications By Kevin Foley, Todd Bricker and Syed Raza The phrase Internet of Things (IoT) is firmly established in today s business lexicon but no

Case study: IBM s Journey to Becoming a Social Business Rowan Hetherington, IBM, September 2012 Introduction The corporate world is in the midst of an important transformation: it is witnessing a significant

Just-in-Time Marketing: Lessons from the Masters Marketers have changed the way they engage consumers, but have their changes taken them all the way back to the factory floor where marketing is produced?

QUEEN S UNIVERSITY BELFAST e-learning and Distance Learning Policy 2009-2012 1 Introduction The University defines e-learning as learning facilitated and supported through the use of information and communication

LECTURE 1. SYSTEMS DEVELOPMENT 1.1 INFORMATION SYSTEMS System A system is an interrelated set of business procedures used within one business unit working together for a purpose A system has nine characteristics

Corporate websites, the cornerstone of your digital marketing strategy. Never before have companies had so many different ways of reaching their target audience. Social networks, new technologies and the

WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to

Choice: The new currency of commerce Services Omnichannel will redefine retailers relationship with consumers Customers are more demanding, and more fickle, than ever Using co-channelling to embed customer

freedom business unleashed enterprise cloud computing Your business technologists. Powering progress Experiment to evolution It s finally time to take cloud more seriously not as an experimental delivery

white paper How to Choose the Best Web Content Management System for Customer Experience Management: A Guide for Both Marketers and Developers Table of Contents Choosing a Web CMS is about more than Content

White Paper on the Wireless Market The Wireless Service Provider industry is an avid user of ecommerce. The power of e-commerce is leveraged for increasingly innovative ways to market, cross-sell, up-sell,

SOLUTION BRIEF SAP BusinessObjects Business Intelligence Platform Increase Business Agility with the Right Information, When and Where It s Needed Quick Facts Summary The SAP BusinessObjects Business Intelligence

THE NEW ERA OF ABOUT THE AUTHOR Paul Rogers is the Head of Customer Experience and CRM within HCL s Applications Division. Based in London, Paul is responsible for leading HCL s CRM consulting and technology

Professional Diploma in Digital Marketing Validated by the Syllabus Advisory Council (SAC) Content Professional Diploma in Digital Marketing Welcome Course overview Course content How is the course delivered?

Beyond listening Driving better decisions with business intelligence from social sources From insight to action with IBM Social Media Analytics State of the Union Opinions prevail on the Internet Social

IBM Analyze social media data to improve business outcomes Highlights Grow your business by understanding consumer sentiment and optimizing marketing campaigns. Make better decisions and strategies across

5 Things You Should Know about the ExactTarget Marketing Cloud Power your customer journeys with the leading 1:1 digital marketing platform 1 5 Things You Should Know about the ExactTarget Marketing Cloud

January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

1(37) Agile development of safety-critical software while meetings standards' requirements Matti Vuori, Tampere University of Technology 2011-11-04 Contents 1/2 A study in Ohjelmaturva 4 Tendency to be

Customer Relationships Management Ayca Turhan Hacettepe University Department Of Business Administration What is CRM? A strategy for managing a company s relationships with clients and potential clients.

Big Data better business benefits Paul Edwards, HouseMark 2 December 2014 What I ll cover.. Explain what big data is Uses for Big Data and the potential for social housing What Big Data means for HouseMark

IT Transformation the way we do it Accelerate Your Transformation: Social, Mobile, and Analytics in the Cloud Take on the Future of Enterprise Technology, Today Current trends in Corporate IT have caused

move us ICT CLOUD-BASED PLATFORM AND MOBILITY SERVICES : AVAILABLE, UNIVERSAL AND SAFE FOR ALL USERS MoveUs has successfully finished the first year of the project! Newsletter 2014 Welcome to MoveUs newsletter.

Inspire, engage and connect with your audience MobileEvent is a branded and scalable mobile solution that gives you everything you need to drive participation and build lasting relationships at your events

To ensure the functioning of the site, we use cookies. We share information about your activities on the site with our partners and Google partners: social networks and companies engaged in advertising and web analytics. For more information, see the Privacy Policy and Google Privacy &amp Terms.
Your consent to our cookies if you continue to use this website.